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Articles

Displaying 31 - 40 of 1164 resources matching your criteria.

Transforming the Customer Relationship Culture in Manufacturing

Contributed by:

Dr. Setrag Khoshafian , Principal and Chief Scientist, Khosh Consulting

Editors Note: DBizInstitute is excited to share this article, written by Dr. Setrag Khoshafian, with our community and in advance of his new book release. Keep an eye on our website as we share additional articles in the coming months written by Setrag, as well as a pending Meet the Author webcast to discuss his new book 'How to Alleviate Digital Transformation Debt' expected to air Fall 2021. Be sure to pre-register! This article was originally published on CognitiveWorld.com on December 11, 2019.

Collaboration- More than Meets the Eye

Contributed by:

Daniel Morris, Managing Principle, Wendan Consulting

Has your company adopted collaboration as part of its culture? If it has, you have a good start - great first step.

But experience on transformation projects had shown me that collaboration is more than agreeing to send a representative to group meetings. It is also more than having managers attending these meetings so decisions can be made. Collaboration is much more than simply talking or attending a meeting and ignoring what you don’t like.

What has Innovation to do with Business Process Management - Especially in our Digital World?

Contributed by:

Dr. Mathias Kirchmer, Managing Director | Co-CEO, BPM-D

This question matters - now more than ever

Companies face daily new opportunities and threats in our fast changing digital world. Organizations have to establish a management discipline to integrate agile innovation into their business and realize the full potential of digital technologies and the power of the internet. The Discipline of Business Process Management (BPM) addresses this need. Correctly set up, it establishes an agile and focused innovation capability in an organization. The BPM-Discipline produces innovation in form of new impactful processes and organizes the way other innovations are developed and rolled out. It is crucial for getting best value from digital transformations [1].

The New Normal

Contributed by:

Simona Lovin, Director of Operations and Strategic Initiatives, Leidos

It has been several months since my last article. No, wait - I am wrong! As I flip through my folders I realize it has been a full year. A full year… The end of 2019 caught me busy with settling into a new job. That was followed soon after by the hustle and bustle of the holidays, which, in due time, gave way to the traditional post-holiday ennui. No energy left and no time to spare pondering the ponderous business of business architecture.

But that was fine, I told myself. A brand-new year lay ahead of me, sunny and full of promise like the yellow brick road in The Wonderful Wizard of Oz. Plenty of time to think, read, talk to colleagues, work on interesting new projects, attend conferences - and put pen to paper.

Taking Best Advantage of Process Mining

Contributed by:

Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

An increasing numbers of companies are becoming keenly interested in process mining. For example, the main track of the recent “International Conference on Process Mining (ICPM 2020)” had almost 2000 registered participants. While it was a virtual event due to Covid 19 – that level of participation is impressive nevertheless.

Why the rapidly growing interest in process mining? Unlike process modeling workshops, where the model is largely based on people’s perception of how work is done, process mining is data based. It extracts insights from processes by the means of analyzing the event data generated in IT systems. The potential benefits of process mining are principally related to process discovery and conformance checking. In other words, process mining compares data from the event log step-by-step with the process documentation or model to find discrepancies.

The Role of Decision Modeling in Business Decision Management

Contributed by:

James Taylor, Faculty Member, BPMInstitute.org and CEO and Principal Consultant, Decision Management Solutions

Decision Management, Business Decision Management as we call it here at the BPMInstitute.org, is both an approach and a technology stack for automating and improving business decisions.

The evolution of process diagramming (i.e. why flowcharts are so 1980's)

Contributed by:

Ian Gotts, Founder & CEO, Elements.cloud

Every business analyst and consultant has drawn a flowchart at some point in their career. Many probably still are.

Type "flowchart" into Google and you get 75 million results. Type "horse and cart" into Google and you get 380 million results. But the car has superseded the horse and cart.

In the same way, flowcharts are now an outdated way of capturing process content. Over the last 5-10 years there is a simpler and more engaging diagramming notation. It is proven in major highly regulated industries right down to innovative startups and small nonprofits. It is called UPN (Universal Process Notation) and it is not proprietary to any company and doesn’t require any specialized software.

Why the change?

What hat are you wearing? Perspectives on Business Analysis

Contributed by:

Ian Gotts, Founder & CEO, Elements.cloud

Over the last 20 years I’ve been helping companies understand, document and drive adoption of their operational business processes. It is important to recognize there are a number of different and competing personas, each of whom believe it is THEIR process content.

So to keep things simple, we’ve found it useful to consider the different perspectives and to use hats. Each of the four groups has (in most cases) valuable inputs and concerns about any given process. But it is important to ensure that the way document the processes supports their differing needs and perspectives. Rather like the HSBC ads we used to see in airports.

Leading vs Lagging Metrics

Contributed by:

Ian Gotts, Founder & CEO, Elements.cloud

Digital transformation was always a 5 year plan that could be put off because it was so painful. But COVID has forced organizations to make dramatic, transformational changes in 5 months or 5 weeks. And the pace of change has not let up as organizations are evolving to stay relevant in very uncertain times.

Never has it been more important that the executives and managers have accurate dashboards and reports to be able to drive business decisions. But are they looking out of the windshield of the car or out of the back window?

Put another way, are the Key Performance Indicators (KPIs) that they are using to make their decisions leading indicators or lagging indicators? Lagging indicators vs. leading indicators

Some examples of lagging and leading indicators:

Article Series Part 4 - No Code Citizen Developers: Digital Transformation Debts post-Covid-19

Contributed by:

Dr. Setrag Khoshafian , Principal and Chief Scientist, Khosh Consulting

Editor’s Note: The DBizInstitute is excited to share this article, written by Dr. Setrag Khoshafian, with our community and in advance of his new book release. Keep an eye on our website as we share additional articles in the coming months written by Setrag, as well as a pending Meet the Author webcast to discuss his new book 'How to Alleviate Digital Transformation Debt’ expected to air Fall 2021. This article was originally published on CognitiveWorld.com on September 27, 2020.